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Archive for the ‘Profession of Arms’ Category

Blast From The Past – What Kind of Leader Are You?

Wednesday, May 20th, 2020

We’ve published this leadership model twice. The first time in 2012 and most recently, way back in 2015. It’s still worthy of debate.

In the mid-1800s a Prussian Field Marshal named Helmuth Karl Bernhard Graf von Moltke developed a means to evaluate his officers.

Smart & Lazy – I make them my Commanders because they make the right thing happen but find the easiest way to accomplish the mission.
Smart & Energetic – I make them my General Staff Officers because they make intelligent plans that make the right things happen.

Dumb & Lazy – There are menial tasks that require an officer to perform that they can accomplish and they follow orders without causing much harm.

Dumb & Energetic – These are dangerous and must be eliminated. They cause things to happen but the wrong things so cause trouble.

I’ve also seen this attributed to various German Army leaders beginning in the inter-war years and seems to convey prevailing thinking. It boils leadership down into its simplest form and measures the leader on two axes. Intelligence (competence) and industriousness or lack thereof.

As Chief of the Army High Command, the Anti-Nazi Gen Kurt von Hammerstein-Equord oversaw the composition of the German manual on military unit command (Truppenführung), dated 17 October 1933. In it, he proposed a classification scheme for military leaders.

‘I divide my officers into four groups. There are clever, diligent, stupid, and lazy officers. Usually two characteristics are combined. Some are clever and diligent — their place is the General Staff. The next lot are stupid and lazy — they make up 90 percent of every army and are suited to routine duties. Anyone who is both clever and lazy is qualified for the highest leadership duties, because he possesses the intellectual clarity and the composure necessary for difficult decisions. One must beware of anyone who is stupid and diligent — he must not be entrusted with any responsibility because he will always cause only mischief.’

Remember, in the German model, the most promising go to the General Staff for grooming. In the American model, the best and brightest take command. Considering that, do you think it’s still a viable model?

Two Armies

Tuesday, May 5th, 2020

I’d like to have two armies: one for display with lovely guns, tanks, little soldiers, staffs, distinguished and doddering Generals, and dear little regimental officers who would be deeply concerned over their General’s bowel movements or their Colonel’s piles, an army that would be shown for a modest fee on every fairground in the country. The other would be the real one, composed entirely of young enthusiasts in camouflage uniforms, who would not be put on display, but from whom impossible efforts would be demanded and to whom all sorts of tricks would be taught. That’s the army in which I should like to fight.

Jean Lartéguy
Author of “The Centurions”

I served in both of the armies described by French Author and former Soldier Jean Lartéguy. I can assure you that even the army of enthusiastic young professionals is sometimes infiltrated by the show army. It usually happens during the peace, when the good idea fairy comes up with something to occupy the troops’ time. But sometimes, it’s just a guy who shouldn’t be in charge.

I know some of you are seeing challenges out there right now. Power through it; hard men outlast poor leadership.

US Air Force Creates New AFSC for Special Warfare Officers

Thursday, April 30th, 2020

ARLINGTON, Va. (AFNS) —

The Air Force consolidated and transitioned officers of Air Force Special Warfare to a new Air Force specialty code to increase resourcing, improve talent management and enhance deployment capabilities.

Effective April 30, special tactics, tactical air control party and combat rescue officers will transition from the command and control AFSC, 13XX, to the new AFSPECWAR officer AFSC, 19ZXX.

“The creation of a cadre of officers steeped in joint leadership and trained to lead the full spectrum of AFSPECWAR conventional and special operations missions will streamline accession, selection and common skills training,” said Col. Thomas Palenske, director of the AFSPECWAR directorate at the Pentagon. “These officers will share a common assessment and selection standard with a heightened benchmark for leadership capabilities to prepare them as next-generation leaders for the AFSPECWAR enterprise.”

The 19ZXX AFSC includes three shred-outs:

– Special tactics (19ZXA): Leads special operations forces conducting global access, precision strike and personnel recovery operations across all domains to support the joint force commander.

– Tactical air control party (19ZXB): Leads combat air forces and SOF conducting precision strike, the application and integration of joint fires and all-domain command and control operations to support the JFC.

– Combat rescue (19ZXC): Leads personnel recovery and SOF conducting personnel recovery operations to report, locate, support, recover and reintegrate isolated personnel across all domains to support the JFC.

All administrative systems such as MilPDS are expected to automatically update by May 1.

The transition to the new AFSC will be a direct conversion with no additional training required. While differences between special tactics, TACP and combat rescue officer training and development exist today, the development of a new 19Z assessment and selection process will create core standards for future special warfare officers.

“Upon the establishment of the 19Z officer training and developmental processes, every AFSPECWAR officer will exercise the unique competencies: ‘mission command’ culture, advanced combat skills, ground maneuver warfare expertise, air-mindedness and all-domain warfare capabilities,” said Col. Mark McGill, AFSPECWAR deputy director and officer career field manager. “They should see greater opportunities to serve in different positions across the Air Force and will serve the greater AFSPECWAR enterprise together.”

AFSPECWAR is the Air Force’s premier ground force that specializes in air, ground, space and cyber integration in hostile, denied or politically sensitive environments to achieve all-domain dominance. Officers in these career fields are charged with leading, organizing, training and equipping the special tactics teams, TACP and Guardian Angel weapon systems, which collectively execute global access, precision strike and personnel recovery operations.

The development and implementation of the new AFSC is a continuation of efforts to empower AFSPECWAR to be the elite and ready ground force the Air Force needs to dominate the air, space and cyber domains. In October 2019, enlisted members transitioned to new AFSCs that identify and categorize the AFSPECWAR operator, enabler and support specialties.

“The Department of the Air Force is modernizing to connect the joint force so we can more seamlessly integrate as a joint team,” Palenske said. “This transformation strengthens the connective tissue between AFSPECWAR Airmen enabling them to integrate the unique capabilities of the Air Force into an even more lethal, joint all-domain fighting force.”

Army Futures and Concepts Center Evaluates New Force Structure

Wednesday, April 29th, 2020

WASHINGTON — The Army is designing a new calibrated force structure to bolster capabilities at the brigade level and above, catered to meet regional mission requirements.

The Army Futures and Concepts Center recently started work on “AimPoint Force,” a new structure alignment that is optimized to meet multi-domain operational requirements and create overmatch, said its director, Lt. Gen. Eric Wesley, during a press briefing Tuesday.

The AimPoint process started when the MDO concept was published in December 2018. Then Army Chief of Staff Gen. Mark Milley directed FCC to design a force structure, resource unconstrained, that could fight MDO and win.

Affectionately called the Whiteboard Force, he said, the idea was to create a force structure that adhered to the MDO ideology but was free of any financial or resource constraints.

The whiteboard process eventually evolved into AimPoint after Army Chief of Staff Gen. James C. McConville and Gen. John Murray, head of Army Futures Command, which oversees the FCC, identified the need for a “resource-informed design to responsibly guide modernization efforts,” Wesley added.

“AimPoint is not a lockdown design,” he said. “It is an architect’s design for a force structure in the future.

“When you’re resource unconstrained, you can go out and buy a Maserati — it goes fast and turns well,” Wesley added. “When you’re resource informed, you might buy a Corvette. It still goes fast and turns well, but you have to mitigate some of the differences.”

As the Army shifts from its continual support of counterinsurgency to near-peer competition, the force must continue to build out the echelons above the brigade level to compete in large-scale operations, he said.

“Those echelons have been mortgaged a bit in the last 20 or 30 years because our (brigade combat teams) were so powerful relative to our opponent,” Wesley said. “Now, we are contested in all domains, and our two peer competitors are investing in their militaries.”

With an emphasis on information warfare, cyber, and space access, the Army must “build back some of that campaign quality at echelon,” he added. Further, the force will need a way to connect capabilities to exploit opportunities at the BCT level and below.

AimPoint also targets formational changes to overcome the geographical distinctions between the European and Indo-Pacific theaters, he said.

The “tyranny of distance” is a significant challenge in the Pacific region, officials said. In turn, AimPoint looks to tailor the Army’s long-range precision fires, future vertical lift, and air and missile defense capabilities to meet regional requirements, Wesley said.

In Europe, the Army will need to rely on the rapid deployment of maneuver ground forces, he said. Therefore, AimPoint experimentation will target long-range precision fires, network, next-generation combat vehicles, and Soldier lethality capabilities, to name a few.

Establishing a calibrated force posture is a core tenet under MDO, and it will continue to be informed by “political and resource decisions,” Wesley said.

However, the Army has already taken steps to improve its posture with the revival of V Corps — a headquarters that was deactivated in Germany in 2013. It is being reactivated at Fort Knox, Kentucky, to provide personnel who will rotate to an operational command post in Europe.

With the need for long-range fires in both regions, the FCC also supports the establishment of a new Theater Fires Command within the AimPoint construct.

“Building out the ability to integrate fires at echelon is important to fight at scale,” Wesley said. “Penetration requires long-range precision fires to strike a combined arms army” to disintegrate an adversary’s anti-access and area-denial defenses.

“These are problems that the BCT commander does not solve in theater. Some of that will have to be done at higher echelons,” he added.

By Devon Suits, Army News Service

Soldiers Reminded to Exercise Ethical Responsibilities During Pandemic

Tuesday, April 28th, 2020

WASHINGTON — Even in difficult times, the rules still apply.

As the coronavirus continues to spread nationwide and the economy feels its impact, the Army Office of the General Counsel warns Soldiers that potential problems could arise if they choose to start fundraising campaigns for themselves or other Soldiers.

Some Soldiers or federal employees may have spouses or family members who have lost their jobs during the nationwide lockdown. Those shouldering additional financial burdens may want to turn to popular crowd-sourced fundraising websites such as GoFundMe or Kickstarter.

John Kent, associate deputy general counsel at the Army Office of General Counsel and expert in ethics, said Soldiers should familiarize themselves with which gifts are acceptable.

“A gift is OK in some instances and not OK in others,” Kent said. “The overarching rule is it’s not OK when the gift is either given because of the individual’s status as a Soldier or an Army employee, or when it comes from a prohibited source. But there are exclusions and exceptions to this rule that may apply.”

Soldiers and Department of Defense employees cannot use their status as a service member or government employee as a means for soliciting funds. Further, DOD regulations generally prohibit Soldiers from receiving funds from “prohibited sources” – such as companies or private organizations that do business with or have vested interests with the DOD. Soldiers and employees also cannot receive donations from federal personnel who earn a lower annual income.

Fundraising campaigns could be organized, but rigorous accountability of donors and records of sources must be kept.

“They are theoretically possible,” Kent said. “But the pragmatic problems with conducting them within the rules that we have to follow make that extremely difficult.”

Soldiers who choose to run such campaigns must be able to provide records, or otherwise they may have to return the funds. Kent said the problem could be escalated further if patrons donate anonymously.

“Some platforms cannot or will not identify who the real donors are,” he said. “And that poses a real problem.”

As an alternative to fundraisers, Soldiers can also apply for the Army Emergency Relief program to receive funds in financial emergencies. The funds can be applied towards utilities, rent and other living expenses.

As Soldiers become more publically visible in the fight against the global pandemic, they should understand the rules on accepting gifts from the public. Members of the National Guard, for instance, have deployed to assist hospitals in various states throughout the country, prominently in New York City and the northeast.

Soldiers generally may not accept gifts exceeding $20 in value from a prohibited source or given to them because of their official positions as Soldiers, and such gifts must not total more than $50 annually from any single source. Those gifts could include donations of protective equipment like masks and gloves. Unless an exception to the rule applies, gifts of cash may never be accepted from a prohibited source or because of one’s status as a Soldier.

Soldiers who have fallen ill with COVID-19 or another illness can receive certain gifts from their fellow Soldiers, to include food and other comfort items subject to certain limitations.  Mr. Kent recommends seeking advice from an ethics counselor before accepting or giving such gifts.

There are some exclusions and exceptions to the base rule against accepting gifts from prohibited sources or based on their official status.  For example, in addition to the $20 gift rule, Soldiers may accept gifts from prohibited sources if the gifts have been made available to everyone or all military members. For example, during Operation Desert Storm, Busch Gardens offered free admission to all military members and their families. Certain social gatherings that meet specific exceptions may also be acceptable. Soldiers could potentially accept financial assistance from a crowd-sourced relief fund, provided that it does not discriminate based on position, rank or pay.

Additionally, Soldiers may benefit from gifts that are accepted by authorized senior Army leaders on behalf of the Army and then distributed to Soldiers and Army organizations supporting Soldiers. Such gifts could include equipment and discounts or free passes to entertainment events like concerts or sports games.

Soldiers should contact their ethics advisors if they are offered or have received excessive gifts from prohibited sources. Kent said such cases should be reported as early as possible.

Soldiers who have any questions regarding acceptable gifts can consult ethics counselors through their first sergeant or chain of command. Questions on whether donations from prohibited donors or fellow Soldiers are acceptable should also be directed to counselors, he said. “If there is a way for a Soldier to accept a gift within the applicable gift rules the ethics counselor will try to identify how that can happen.”

Story by Joseph Lacdan, Army News Service

Photo by Lt JG Matthew Stroup

Redesigned Arctic Tab Now Authorized for Wear in US Army Pacific

Monday, April 27th, 2020

The Arctic Tab, a visual representation of a Soldier’s ability to train and thrive in cold environments, just got an upgrade.

Not only does the tab have a new look, it can now be worn outside the confines of the Last Frontier thanks to a new U.S. Army Pacific policy.

According to the policy, approved in February 2020 by USARPAC Commander, Gen. Paul J. LaCamera, Arctic Operations-qualified Soldiers assigned to USARPAC units, including major subordinate commands and direct-reporting units, can now wear the Arctic Tab while serving at USARPAC installations throughout its areas of operation. However, wear is not authorized when Soldiers are on temporary duty or deployment status outside the USARPAC theatre.

The new policy does more than expand where and how the Arctic Tab is worn. It reflects the importance of the U.S. Army’s ability to train and fight in an arctic environment.

“I think what makes U.S. Army Alaska and our units unique is that we are the Army’s proponent for cold weather training,” said Maj. Gen. Peter B. Andrysiak Jr., U.S. Army Alaska commander. “We not only live here; we thrive here, and I want to make sure the tab properly recognizes our unique expertise.”

Originally worn below a Soldier’s unit patch, the Arctic Tab now rests above the patch, joining other prominent skills tabs such as the Ranger or Sapper Tabs. The previously rectangular-shaped tab was redesigned in November 2019 and now also sports the familiar rainbow arc of similar tabs.


The original version of the Arctic tab can be seen above, worn by COL Adam Lange, Deputy Commander, Sustainment, US Army Alaska.

A group of Soldiers who graduated the Northern Warfare Training Center’s Cold Weather Leaders Course, Jan. 17, 2020, became the first to wear the redesigned tab. The NWTC trains units and leaders in cold weather and mountain operations to increase warfighting capabilities. Learning those skills is vital for USARAK leaders at every level.

“As a leader, it is important I know and understand the harsh, arctic conditions and the impact it can have on Soldiers and equipment,” said Capt. Robin Furrer, a recent graduate of CWLC, “Soldiers operate and move differently when it is minus 25 out, and our equipment does as well. So it is important for us to have the knowledge to plan, make decisions, and adapt to these conditions.”

Although the look and placement of the tab has changed, what it takes to earn it remains the same.

Soldiers earn the Arctic Tab after completing either the CWLC or the Cold Weather Orientation Course held at the Black Rapids Training Site run by USARAK’s NWTC instructors. Upon graduating either course, Soldiers are qualified to implement basic, cold weather and ski training programs within their units to help mitigate the unique challenges they face while operating in harsh conditions.

“Anything can fail, even on the coldest days,” Steve Decker, an NWTC instructor, explained. “Soldiers attending these cold-weather courses are taught ways to get around those failures.”

CWLC is a 15-day course where squad- and platoon-level leaders hone the knowledge and skills required to perform small-unit operations in cold, snow-covered terrain. Soldiers learn everything from the basics of standing and moving on skis and snowshoes to a full range of arctic survival skills.

CWOC is a four-day course for commanders and staff officers to become more familiar with the knowledge and skills required in successfully planning and conducting operations in an arctic environment. Emphasis is placed on the effects of cold on personnel and material, the effects of a winter environment on operations, and planning considerations unique to the winter battlefield and cold regions. Cold weather risk-management procedures are stressed throughout the course.

“From jumping into minus 100, bitter, cold, exiting the aircraft over Prudhoe Bay, to conducting live-fire exercises at minus 30 in the Donnelly Training Area, the Northern Warfare Training Center’s team of professionals ensure our Soldiers are ready to deploy, fight, and win in any arctic environment,” said Command Sgt. Maj. Jeffrey Dillingham, USARAK’s senior enlisted leader. “We are the first line of defense in the West and the last line of defense in the Pacific. We are ready, we are arctic warriors, and we are arctic tough.”

Story by Spc. DeMarco Wills, US Army Alaska

Photos by US Army

US Army Issues Leader’s Book for Mountain Warfare And Cold Weather Operations

Monday, April 27th, 2020

The newly issued “Mountain Warfare and Cold Weather Operations Leader’s Book” was developed in conjunction with the Asymmetric Warfare Group.

Mountain operations present leaders and units with unique challenges that compound existing difficult combat realities. This handbook addresses the principal gap of informing leaders and staff of the considerations necessary to plan, operate, fight, and win in mountainous terrain at the company level and above. Leaders will find this handbook valuable in prioritizing tasks for training and pre-deployment planning for any military operations in the mountains. No previous mountain training or expertise is required to understand and practice most tactics, techniques, and procedures contained in this publication. Users who have experience operating in a mountainous environment can use this handbook to assist them in learning what veterans of mountain operations already know: vertical environments are among the most challenging in which to conduct and sustain combat operations.

usacac.army.mil

The Baldwin Files – Survival Strategy

Tuesday, April 14th, 2020

Kansas tried to kill me once. It happened like this; a.k.a., this ain’t no bullshit. I returned from a three-year plus tour in Germany in the fall of 1978. I spent a couple of weeks leave with my parents and siblings in Kentucky and then drove cross-country to my new assignment at Fort Lewis, Washington. I had been a Sergeant, E-5 for almost two years and had managed to save a little money. I took that cash and bought a used Ford Pinto. For those of you too young to remember, the Pinto was one of the earliest American compact cars. It was supposedly prone to exploding into a ball of fire if rear-ended by another vehicle. I had no such experience. However, the Pinto was cheap and good enough for my needs. It served me well for the next year. This particular Pinto had two idiosyncrasies that are relevant to this story; the AM/FM radio never worked and the heater was anemic.

There were no GPSs in those days. I planned my trip by using a big Rand McNally booklet of roadmaps. I simply looked for the shortest route. That took me along Interstate 90 that generally parallels the northern border of the country. It was already early November, but frankly, I did not give due consideration to the weather. In my defense, there was no Weather Channel or weather apps in those days so a cross-country forecast was not available. I was in luck this time. There was quite a bit of snow on the ground in the northernmost states, but the roads were clear and I made good time. However, I did freeze my rear end off along the way. Therefore, when I took leave the next October, I traveled a slightly longer and more southerly route back home along Interstate 80. 80 runs through Nebraska and Iowa. The weather cooperated but the ride was still chilly. Consequently, I planned my return route even further south along Interstate 70, which runs through Kansas and the middle of the country.

I still had no clue what the weather would be enroute. By the time I got to Kansas City, it was around 2300 hours and a cold rain was falling. The temperature was already less than 40 degrees. I filled my gas tank and headed west, fully expecting to push through the rain in short order. I could not have been more wrong. Even before I got to Lawrence, Kansas – some 25 miles away – it was snowing heavily. However, the snow was “dry” and blowing in the wind rather than wet and heavy. I saw that as a positive since it was not freezing or packing on the road and the Pinto still had good traction. I continued to think that this was a linear storm that I would soon pass through and so I pushed on. Another 25 miles or so and I was just west of Topeka, Kansas. The going had been slow but steady. I had drafted behind an 18 Wheeler almost all the way; however, he turned into a Stuckey’s Truck Stop on the edge of town. I kept going…for approximately another 6 miles.

The snow had stopped falling by that point, but when the wind would gust, blowing snow caused brief whiteout conditions; there were no more tracks from other vehicles to follow and the road was becoming harder and harder to discern. I was probably going 5 miles per hour when I lost the road on my left side. I felt the difference when the Pinto left the pavement and immediately began to slide down the low embankment sideways, but I could not stop it. It was a truly slow-motion event as the Pinto snowplowed sidelong into a big powdery drift and came to rest only about 6 feet from the road. To make matters worse, the engine died and the headlights went out immediately. The car was canted slightly to the left and I knew that the driver’s side door was blocked by snow so I went out by the passenger door to survey the situation. I had been chilly in the car, but as soon as I stepped outside, I knew I was in deep trouble. It was bitterly COLD. I found out later that at the time, the temperature in Topeka was 12 below zero and the wind chill made it ~25 below. I was not prepared for that extreme in any way, shape, or form.

I had no flashlight, but the sky was now clear and there was some moonlight for illumination. I did a quick 360 but did not see any lights anywhere. I knew about how far it was back to the truck stop but had no idea if anything was closer in the other direction. There did not seem to be any farmhouses nearby and the closest line of trees appeared to be 100 meters away or more. That scan only took a few seconds but my toes, fingers, and ears were already burning and breathing the frigid air was hurting my nose and throat. I popped the hood and saw that snow had been pushed up around the fan blade and battery, melted by the engine’s heat, and refrozen almost instantly into a solid block of ice. I was not going to be able to do anything about that. I tried to close the hood, but it was frozen open. I jumped back into the car and could not fully close the passenger door because the latch had frozen. Likewise, moisture had heavily frosted over the interior of all the windows in the vehicle.

It was dark and cold in there, but at least I was out of the wind. I was wearing jeans, a t-shirt, loafers, and a light jacket – the standard fall uniform of young men in the 70s. I did not have a hat or gloves or heavier clothing with me. I dug into my duffle bag and wrapped another t-shirt around my head and ears. Through a combination of ignorance and hubris, I had managed to drive myself into a real-world life-threatening survival situation. At that point professionally, I had not gone to a formal survival course; however, I did have a modicum of training, skills, and experience. After three winters in Germany and a year at rainy Fort Lewis, I knew a lot about recognizing and mitigating hyperthermia and frostbite. As I sat there shivering uncontrollably in the dark I knew I had to act fast or risk succumbing in short order to one or both.

The Pathfinder Detachment I had been a part of in Germany belonged to the Division’s Aviation Battalion. We were issued all the same survival gear that the pilots and crew chiefs received. We also had the additional tasker to provide quarterly fieldcraft and survival refresher training to the aviators – principally to make sure they remained current on the issued items. Therefore, once a quarter for two years, I had been giving classes on things like shelter making and fire starting. For the most part, my teammates and I had taught ourselves those skills by reading the survival manual, following the instructions, and independently practicing the techniques. Then the detachment would go off to the local training area by itself. We would each give our assigned presentations to be “murder boarded” by the team before giving the classes to the aviators. A time tested old-school training methodology that worked well throughout my entire career.

That night in Kansas, I realized that I had been guilty of thinking about survival situations only in the context of a military mission gone wrong – soldiers cut off behind enemy lines and that sort of thing. Again, in my defense, the survival manuals I had read were almost exclusively focused on that potential circumstance. Likewise, those classes in Germany had been tailored entirely toward that kind of specific scenario. I was smart enough to know that I was woefully unprepared to unexpectedly be fighting for my life in Kansas. I was shivering too hard to dwell on it, and my ears, toes, and fingers were still hurting. I needed to get my blood flowing and core temperature up. A Pinto was never designed to be a gym. However, I began to do calisthenics as vigorously as I could in the cramped space. It would have made a hilarious video if someone had filmed it but I took it seriously and tried to work up a sweat. I did not manage that, but the exercise did help. Indeed, I was grateful that my toes and fingers were still painful and had not gone numb.

I had also failed to bring much in the way of survival gear or even basic supplies. I had no water or food available. However, hunger and even dehydration were not of immediate concern. On the plus side, I was young; physically fit, uninjured, and was certainly not lost. I knew exactly where I was and I was only feet away from a major thoroughfare. While the snow in the drift I was stuck in was perhaps three feet deep, the snow on the road was only about four inches and hardly impassable. Had my car been working and on the pavement, I would have likely been able to drive the Pinto out. Indeed, had I been wearing the appropriate cold-weather clothing, I could have reasonably considered walking out. By this time it was probably 0300 hours and I was beginning to wonder why no other vehicles had passed going in either direction. Had I missed them somehow?

What I did not know is that this severe early winter storm had been declared a statewide emergency and the Governor had closed all the roads. This was the heyday of the CB radio but I did not have one of those either. However, I suspect that the trucker who had pulled off the road got word of that shutdown on his CB. Although I did not know the reason, it became obvious that I was on my own – at least in the short term. I realized that a car with the hood up on the side of the road would appear abandoned and might not be searched or even approached. I started to think about drawing attention. I did have a couple of items to work with. I had a 4” Buck folder on my belt and a zippo lighter in my pocket. To be honest, I carried the Buck because that was what infantry soldiers did – on and off duty – to ensure that we were not mistaken for support soldiers. Likewise, while I did not smoke myself, I carried the lighter solely because – occasionally – a young lady needed a light for her cigarette.

At least I had some minimal tools to work with. I decided that as soon as there was some light I would throw out my spare tire, use my Rand McNally as tinder and perhaps throw on other clothing items if necessary to keep the fire going until the rubber started to burn. I did hope to get some heat from the fire but primarily wanted it to be a smoke pot. Indeed, I was concerned that it not be too close to the vehicle so that the fumes would be suffocating or smoke me out of the car. I decided to cut the stem and punch some additional holes in it with the knife to make sure it was completely deflated to avoid the possibility of it popping explosively when it started to burn. I was letting the air out of the tire when my plan became moot. Help had arrived and I had not seen or heard it coming. There was a pounding at the back of the car. I did not waste the opportunity. I kicked open the passenger door and surprised the Kansas State Trooper at the back of the car. He had been knocking the snow off the tag to get the license number of just one more abandoned vehicle.

I do not remember what we said to each other, but I grabbed my duffle bag and a minute later was in his very well heated Ford Bronco enroute back to the Stuckey’s I had passed some 4 hours earlier. It seemed a lot longer than that. In hindsight, there is some irony in the fact that I rode in on a Pinto and out on a Bronco. I had survived. The Pinto did not make it. That experience had a significant impact on me personally and professionally. It was sobering and left me with the conviction to never again be caught by an emergency so poorly prepared. I redoubled my efforts to learn traditional survival skills as well as other foundational life skills –like cooking – that have served me well.

I did not have unlimited funds, but over time I equipped every vehicle I have owned since with essential tools for recovery and safety. Items like a machete and etool to dig or cut my way out if stuck; road flares to serve as a signal of distress as well as a fire starter; long-burning candles for warmth and light; two poncho liners per vehicle; gloves and wool hats, etc. In part, because I learned those lessons and made those preparations, I was never in such a dire situation again. I doubt I ever will be. The experience confirmed to me the things that the survival manuals talk about. In order to survive a person needs the will, the tools, and the skills – indomitable will being by far the most important factor.

I admit it was grim that night in Kansas, but I never stopped believing in my ability to ultimately prevail. However, it should be obvious, that had I been better prepared and informed I could have changed my route and avoided the storm and drama. Then it would have been just another boring and unremarkable cross-country drive rather than a dangerous adventure. Learning enough to avoid unnecessary risks is both a survival and life skill that is more common in older rather than younger people. It is definitely something that deserves to be passed from generation to generation. Some people, units, and leaders do not want to “waste” time learning “primitive” skills. First, it is misleading to think of these skills as primitive; thus implying that they are easy for modern people to master. On the contrary, successful fire starting, for example, is a complex enterprise that requires considerable practice.

I have observed that the will to live is strengthened considerably when individuals and teams have confidence in their capabilities. Therefore, to me, “survival training” of any kind – drown proofing for instance – is well worth the cost of time and resources. That is true even if the individual soldier never has cause to use those lifesaving skills in an actual emergency. Consequently, I strongly recommend leaders break out the manuals or find in house subject matter experts. Take your Messkit Repair Company (Airborne) out to the local training area, build some shelters, and start some fires. Bring in some chickens or bunnies and have a kill class, and – of course – eat your training aids. Do more than that. As leaders, we are responsible not only to teach our soldiers how to survive, or simply live in the field on the margins. We are teaching them how to individually and collectively thrive in the pervasively dangerous conditions of combat. Sure, trying to avoid death is job one. Nevertheless, that is just the minimum starting point. Nor should we ever go into battle with the goal of just “getting by” or fighting to a draw. A good unit prepares and fights to win – each and every day.  

I have tried to consistently apply the survive, live, and thrive methodology to my life since that night in Kansas. In the interim, my wife and I have experienced two hurricanes, multiple tornadoes, a nasty ice storm, and even a relatively close encounter with a volcanic eruption when Mount Saint Helens exploded. We gained valuable experience from each event. We learned that it was infinitely better to be prepared rather than reactive. I am not a “prepper” as the term is perhaps unfairly, but still commonly applied. Nor do I consider preparedness a “lifestyle” choice or side-hustle. Preparedness is an integral part of my family’s life. It is our routine to keep a full pantry of nonperishable items. Therefore, we do not need to go out and panic buy when a crisis approaches. We keep our vehicles well maintained and habitually top them off if they get below three-quarters of a tank. Having learned multiple times that gas stations may not be able to pump gas out of their tanks if the electricity is off.

Many of those habits are traditional Army SOPs constantly reinforced by training and deployments. At the end of a mission, we automatically rearm, refit, and maintain our gear and vehicles before resting. The more self-reliant we can be individually the more resilient our military teams and civilian communities will be in a disaster – and the quicker we can bounce back from a setback. We have all seen it countless times. Shortly after the tornado passes, self-reliant people are out with their chainsaws clearing trees from their neighbors’ yards. We expect it. Ideally, being self-reliant makes us more selfless not self-centered. I caught part of the Tom Hanks movie “Cast Away” earlier tonight; specifically, the scene where he loses Wilson at sea. I was reminded that the Hanks character was only in a “survival situation” during the first 8-10 days on the island. Once he figured out fire, shelter, and food, he transitioned to living under austere circumstances. As I recall, he successfully lived that way for 4 years before loneliness drove him to build a raft and risk death again. He was living but not thriving.

All the successful people I know have made a habit of getting the most use out of their time. Many of us are in some form of isolation today. Awhile back, Gunz mentioned that it is a great time to start or restart a PT program. I agree. I have personally made a point of trying to learn new skills, read a good book, or build something. I refuse to binge-watch some TV show to waste time. In other words, I suggest investing time vice killing it. We are all facing a situation that requires us to live under more austere circumstances then we have been accustomed to. We learned to survive by changing our routines and embracing new habits like “social distancing.” Each region of the country may be in a different place in the continuum. However, like Hank’s character, many of us are through the survival phase and have largely adapted to the new pattern of our lives. I would suggest that all of us keep supporting those most at risk and on the front lines. Have confidence. Eventually, we will overcome this threat. In the meantime, we need to find ways to thrive and win. We are in this together.

LTC Terry Baldwin, US Army (Ret) served on active duty from 1975-2011 in various Infantry and Special Forces assignments. SSD is blessed to have him as both reader and contributor.